Time and Attendance Strategies

Size: px
Start display at page:

Download "Time and Attendance Strategies"

Transcription

1 Time and Attendance Strategies Beyond Compliance and Payroll Accuracy June 2011 Jayson Saba

2 Page 2 Executive Summary This report, based on data from more than 260 organizations, builds on Aberdeen s previous research by examining what differentiates Best-in-Class organizations in managing time and attendance. The report finds that nearly 60% of all organizations have automated timekeeping. However, integration with payroll, scheduling, and leave management emerges as a true driver of performance. Additionally, self-service access to timesheets improves employee engagement and accuracy. Lastly, having visibility into time data, utilizing business intelligence tools, and integrating with business data are keys to success. This study will prove the positive impact of these tools and capabilities on productivity, efficiency, and compliance. Research Benchmark Aberdeen s Research Benchmarks provide an in-depth and comprehensive look into process, procedure, methodologies, and technologies with best practice identification and actionable recommendations. Best-in-Class Performance Aberdeen used the following four performance criteria to distinguish Bestin-Class companies: 9% improvement in compliance scores (vs. 1% decline for Laggards) 0.5% error rate in payroll 0.5% error in time tracking 0.6% error rate in earned time / paid time accruals Competitive Maturity Assessment Survey results show that the firms enjoying Best-in-Class performance shared several common characteristics, including: Automating timekeeping and leave management processes and integrating these systems with payroll Utilizing analytics and reporting tools to leverage time data to make better deployment decisions Empowering employees and managers to be self-sufficient through self service Required Actions In addition to the specific recommendations in Chapter Three of this report, to achieve Best-in-Class performance, companies must: Gain senior executive buy-in for the importance of time and attendance strategy and tools to achieving business goals Provide the foundation for enabling operational managers to leverage time data to improve decision-making ability Continue to automate and integrate systems to increase accuracy, relieve HR and business unit managers of manual workflows This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.

3 Page 3 Table of Contents Executive Summary...2 Best-in-Class Performance...2 Competitive Maturity Assessment...2 Required Actions...2 Chapter One: Benchmarking the Best-in-Class...4 Business Context...4 The Maturity Class Framework...5 The Best-in-Class PACE Model...7 Best-in-Class Strategies...8 Chapter Two: Benchmarking Requirements for Success...10 Competitive Assessment...11 Capabilities and Enablers...12 Chapter Three: Required Actions...18 For All Organizations...18 Laggard Steps to Success...18 Industry Average Steps to Success...19 Best-in-Class Steps to Success...20 Appendix A: Research Methodology...21 Appendix B: Related Aberdeen Research...23 Figures Figure 1: Top Pressures Driving Workforce Management...4 Figure 2: More Productivity and Less Cost...7 Figure 3: Top Strategic Actions...8 Figure 4: Processes Key to Best-in-Class...13 Figure 5: Automation and Integration Impacts Accuracy...14 Figure 6: Self-Service Impacts Stakeholder Satisfaction...15 Figure 7: Analytics and Integration with Scheduling...16 Figure 8: Data Collection Devices...17 Tables Table 1: Top Performers Earn Best-in-Class Status...6 Table 2: The Best-in-Class PACE Framework...7 Table 3: The Competitive Framework...11 Table 4: The PACE Framework Key...22 Table 5: The Competitive Framework Key...22 Table 6: The Relationship Between PACE and the Competitive Framework...22

4 Page 4 Chapter One: Benchmarking the Best-in-Class Business Context Analysis presented in this report is based on the data Aberdeen has collected since February 2011 as part of its annual study on workforce management. Similar to the approach used in the April 2011 report, Workforce Scheduling 2011, the methodology will analyze more than 260 organizations across four metrics to define the top 20% of aggregate performers and determine what differentiates their status. Given the strategic gains that can be gained through improving time and attendance and leave especially in the areas of payroll accuracy, compliance, engagement, and customer satisfaction, Aberdeen will analyze top performers and provide a roadmap to build Best-in-Class strategies that drive business results. Pressures Driving Workforce Management As highlighted in the scheduling study, the economic landscape underlies the pressures driving organizations to focus on workforce management. Uncertainty is still forcing cost control through efficiencies and more optimized deployment. Another pressure is the need to meet changing customer expectations. This isn t surprising since top performers use time and attendance data in tandem with business performance, which enables decision makers to optimize staff deployment and improve business processes. Fast Facts Efficiency and cost control continue to drive workforce management initiatives cited by 72% of organizations as a top two pressure Through automation and integration with other systems, Best-in-Class organizations improved compliance by 9% Figure 1: Top Pressures Driving Workforce Management Percent of Organizations, n = % 60% 40% 20% 0% 72% Economic pressures forcing the organization to better manage labor costs 51% Changing customer demands or expectations driving better staff allocation All Repondents 25% Regulatory requirements or union agreements Respondents were asked to select top two. Source: Aberdeen Group, March 2011

5 Page 5 These findings are consistent with data from the August 2010 study, The Future of Core HR, which found that the economy and the overall competitive landscape overwhelmingly topped the list of pressures driving overall investments in HR functions. Consistent with previous research themes, including what we heard from attendees at our March 2011 HCM Executive Summit, lack of process and policy standardization across the enterprise, and the inability of business leaders to leverage HR / workforce data to drive better operational outcomes are the top barriers to efficiency and business alignment. The Maturity Class Framework For time and attendance, Aberdeen used four key performance criteria to distinguish the Best-in-Class from Industry Average and Laggard organizations. The four metrics reflect an organization's ability to reduce payroll errors, minimize inaccuracies, and improve business outcomes: Payroll errors: In addition to the time and cost associated with redoing a paycheck, there is a risk associated with the increased burden on HR and reduced employee satisfaction. Over the past two years the burden on HR, as has the case been with duties in most other job descriptions, has increased substantially. Adding more manual workflows to the process due to payroll errors will impact HR s productivity and its strategic impact to the business. Moreover, payroll errors also impact employee productivity and satisfaction as they work to address them with HR / payroll staff. Therefore, it is critical that time and attendance data is accurate in order to ensure employees are paid what they deserve. This metrics is defined by the average percentage of paychecks that require redo every period. Timesheet accuracy: This is defined by the percent of time sheets that require modification on behalf of the manager or HR. When it comes to efficiency and the burden on the operational manager, modifying timesheets after creation to account for errors, addressing proven violations such as time theft or buddy-punching (not to mention consequent actions or reprimands), and working with HR on other related tasks, can be very time consuming. Accuracy is critical to maximize a manager's time for, and attention to, the core competencies of the business. It also improves HR s ability to focus on more strategic elements. Paid time off accrual calculation and compliance: These two metrics are essential to the Best-in-Class definition. As shown in Figure 1, the third top-ranked factor driving investments in workforce management efforts is compliance. Since leave management, especially as it relates to paid time off / earned time off accruals and other regulation mandates (such as FMLA in the US), affects compliance, Aberdeen decided to include these two indicators in its definition of the three maturity classes. Paid-time off accuracy is measured by the error rate in accruals, and compliance is measured by improvement in audit score over the previous period in which it was measured.

6 Page 6 Table 1: Top Performers Earn Best-in-Class Status Definition of Maturity Class Best-in-Class: Top 20% of aggregate performance scorers Industry Average: Middle 50% of aggregate performance scorers Laggard: Bottom 30% of aggregate performance scorers Mean Class Performance 0.5% error rate in payroll 0.5% error in time tracking 0.6% error rate in earned time / paid time accruals 9% improvement in compliance scores 1.6% error rate in payroll 2.4% error in time tracking 1.9% error rate in earned time / paid time accruals 3% improvement in compliance scores 2.0% error rate in payroll 2.1% error in time tracking 2.0% error rate in earned time / paid time accruals 1% decline in compliance scores Other Metrics: Cost and Engagement When used effectively with business performance data, time and attendance data can be used strategically to make better decisions that impact labor costs. Though not used to determine Best-in-Class performance, overtime cost analysis showed that capturing accurate time and attendance data does improve deployment decisions. Organizations that achieved top performance indicated that 6% of incurred overtime costs were unplanned versus 8% for all others. Another metric that respondents reported on was the change in manual transactions handled by HR as it related to time and attendances inquiries or cases. Best-in-Class organizations reported a 6% drop in this metric versus 1% for all others. The last metric worth mentioning that correlates to timekeeping and leave management is engagement. Follow-up conversations with several organizations showed that they were faced with employee reports of unfair preferential treatment among managers in awarding certain employees overtime hours, certain shifts, or time off. And as a result, employee engagement has suffered. Aberdeen found that Best-in-Class organizations on average reported 70% engagement versus 39% for their counterparts. Aberdeen's July 2009 study, Beyond Satisfaction: Engaging Employees to Retain Customers, showed that on a scale of 1 to 5, Best-in-Class organizations rated this engagement 4.54 in terms of how critical it is to the organization's ability to execute business strategy. In fact, 83% of Best-in-Class companies in that study directly attribute positive changes in revenue to improved engagement. As Chapter Two will show, key capabilities that impact this metric revolve around empowering employees to view timesheets real-time and having processes in place that enable them to escalate time and payroll issues for proper resolution.

7 Page 7 Figure 2: More Productivity and Less Cost 10% Best-in-Class All Others Average report in KPI, n = 261 8% 6% 4% 2% 8% 6% 6% 1% 0% % of overtime that w as unplanned % reduction in manual timekeeping transactions The Best-in-Class PACE Model In response to the aforementioned pressures and internal challenges, Aberdeen found that Best-in-Class organizations are more likely to streamline processes and leverage data strategically to drive business performance. Key differentiators are: Automating timekeeping and leave management processes and integrating these systems with payroll Utilizing analytics and reporting tools to leverage time data to make better deployment decisions Empowering employees and managers to be self-sufficient through self service Table 2: The Best-in-Class PACE Framework Pressures Actions Capabilities Enablers Economic pressures forcing the organization to better manage labor and control costs Use time and attendance data to align deployment to workload, business demand, census, etc. Standardize the workforce management processes across the entire organization through automation Central repository is maintained and updated with time and attendance data Defined escalation process for payroll disputes due to timetracking issues Managers / supervisors understand the impact staff costs have on organization's profitability Process in place for HR to review/approve time data before processing payroll Senior executive buy-in for the importance of workforce management to business goals Time and attendance system is integrated with scheduling system Automated time and attendance system Absence management software Self-service access to hours worked, schedules and paid time off balances Reporting tools or productivity dashboards that can combine operational data with attendance Real-time alerts when a scheduled employee doesn't clock in on time Real-time alerts when employees approach overtime or go beyond desired hours Real-time alerts when an unscheduled employee clocks in or a scheduled employee doesn t clock in on time

8 Page 8 Best-in-Class Strategies The top two strategic actions pursued by the Best-in-Class are using time and attendance data to make better deployment decisions and improve efficiency followed by standardization of time management processes through automation. The same two actions, however, are also top strategies for organizations that didn t make the Best-in-Class cut. As Figure 2 shows differentiation now lies in the Best-in-Class ability to leverage this data and cater these tools to employees and managers who need real-time access via self-service, mobile devices, etc. This is also testament, as Chapter Two will show, that Best-in-Class organizations are relatively further along in terms of automation and taking advantage of tools that streamline visibility and empower stakeholders. Lastly, Best-in-Class organizations are 32% more likely to leverage workforce data to cater to employee needs by promoting work-life balance, fair flexibility, and, in some industries, managing fatigue due to hours worked. Not surprisingly, top performers are achieving nearly twice the engagement rates - 70% versus 39% for others. "Our workforce management solution enables us to have the full view on adherence and waste in real time." ~ Manager, Large European Bank (South African Subsidiary) Figure 3: Top Strategic Actions Percent of Respondents, n = % 40% 30% 20% 10% Best-in-Class 44% 43% 40% 38% 37% 28% 27% All Others 21% 0% Use time data to make better deployment decisions Standardize time management processes through automation Leverage data to promote w ork-life balance, flexibility, fatigue management, etc. Enable access to workforce management data and tasks via multiple modalities Respondents were asked to select top two.

9 Page 9 Case Study Mohawk Paper Headquartered in Cohoes, NY, Mohawk Fine Papers Inc. (Mohawk) is the largest privately owned manufacturer of premium printing, writing, and digital papers in North America. With 800 employees, Mohawk provides innovative products and services to professional designers and commercial printers. The company also operates an on-line marketplace for designer stationery, posters, and prints: feltandwireshop.com. Although the company has been automating timekeeping since the 1990s, in 2005, an acquisition doubled employee headcount for Mohawk. This acquisition, along with the lack of integration between payroll and timekeeping, provided the company with an opportunity to streamline time and labor processes and reduce the burden on HR. Consequently, later in 2005, Mohawk replaced its legacy timekeeping system with a Windows-based application that provided consistency across all its facilities. Since the company already had a standalone automated system, retraining staff to the Windows-based version that integrated HR and payroll with time and attendance was easy. Mohawk also added time collection devices that were compatible with the new system. According to Paul Stamas, Vice President of IT, Mohawk, The timing to examine our capabilities and upgrade our technology infrastructure was right. The acquisition opened a window of opportunity to streamline timekeeping and payroll while providing consistency across the organization. One of the reasons why Mohawk moved to the integrated system was to improve accuracy in time data and pay checks. The new capabilities enabled the company to reduce the two full-time resources for collecting time data and processing payroll to just one quarter of a resource. At the same time, error rate in payroll went from 10% to less than 1%. The administrative back office function was cut in half while the workforce doubled in size. Payrolls have been consolidated to three bi-weekly cycles from fourteen exempt, non-exempt, and union. Stamas concluded, We can close the books and run payroll in adequate time. HR no longer calls up on the managers for verification after time data is submitted. And most importantly, we achieved our ultimate goal that is getting employees paid accurately. These results improved employee satisfaction and allowed operational managers to focus on core business competencies. Lastly, in 2010, Mohawk moved to an on-demand version of the system, which allowed the company to reduce overhead and shift some of its resources to align with its strategic goals.

10 Page 10 Chapter Two: Benchmarking Requirements for Success The analysis presented in this chapter will prove that automation, integration with payroll, and leveraging analytics improve deployment and productivity. Aberdeen will also present the case for automating absence management and enabling self-service access. Case Study Lipari Foods, Inc. Marrying time and attendance to business performance data helps organizations optimize deployment and improve productivity. Take the case of Lipari Foods, Inc. (Lipari), a food distributor based outside of Detroit in Warren, Michigan. Founded in 1963, Lipari is a family owned and operated organization that generates $400 US million in revenue annually, and employs over 600 employees across 11 states. In addition to distributing deli, bakery, sea food, and grocery products to retailers, the company has a packaging and light manufacturing facility and a cold storage facility. Though the company had some automation when it came to timekeeping, visibility into labor data was a challenge particularly from the warehouse and the delivery aspects. Given the nature of the thin margins in the food industry, productivity and efficiency are crucial to growth and customer satisfaction. In 2007, Lipari implemented an integrated workforce management system that included HR, payroll and timekeeping. According to Brian Zilo, Director of HR at Lipari, As the company grew, we needed to ensure consistency and efficiency. Having an integrated system not only helps us streamline workflows associated with time management and payroll processing, but it also enables us to have the data we need to improve business performance. On the warehouse side, selectors - people that go up and down the aisles overnight in the warehouse and pick orders to ensure the right material makes it on the trucks are an essential part of the business that can improve accuracy, timeliness and ultimately customer satisfaction. To enhance this competency, in 2006 Lipari moved to a larger facility; then in late 2007 it invested in a voice-pick system, and later dumped the single jacks for double electric jacks. Zilo commented, As we enhanced these processes and began to track hours against business impact, specifically case rate, we realized we can increase that number while minimizing overtime costs. The data in our timekeeping system helped us find some benchmarks and establish certain goals. Lipari then devised an incentive compensation plan that set goals for selectors in terms of order accuracy and case rate - cases picked per man hour. These capabilities improved productivity from 65 cases picked per man hour to 120 and at the same time virtually eliminated all overtime costs. continued Fast Facts 87% of Best-in-Class organizations give employees access to timesheets, and 50% actually enable real-time self-service access to view them Best-in-Class companies are 64% more likely to regularly review the impact of time and attendance strategy on the business

11 Page 11 Case Study Lipari Foods, Inc. Zilo added, We were able to minimize overtime costs for our selectors. And I think they are happy about that. As case rate improved, these workers can go home earlier when they meet their goals without hurting their paycheck. On the driver side, a similar incentive program was implemented that tracked cases delivered and miles driven en-route. GPS-enabled vehicle tracking helped streamline timekeeping. Previously, Lipari used a voice mail box where drivers submitted their time entries. The honor system required an administrative staffer to spend 10 hours per week collecting and manually recording these times. Integrating the transportation management application with the timekeeping system enabled Lipari to remotely capture driver punches and hours of service logs, which improves compliance and eliminates error risk associated with logging in voic recordings. In addition to these gains, the new time and labor management capabilities at Lipari allowed it to reduce headcount by 10+ employees due to increased productivity even as the company grew. Employee satisfaction also improved. Zilo concluded, We gained improvements in productivity equivalent to 8% to 10% of total payroll costs. Our associates like being paid based on performance because those who perform have seen increases in their hourly pay, without having to work any additional hours. Competitive Assessment Aberdeen Group analyzed the aggregated metrics of surveyed companies to determine whether their performance ranked as Best-in-Class, Industry Average, or Laggard. In addition to having common performance levels, each class also shared characteristics in five key categories: (1) process (the approaches they take to execute daily operations); (2) organization (corporate focus and collaboration among stakeholders); (3) knowledge management (contextualizing data and exposing it to key stakeholders); (4) technology (the selection of the appropriate tools and the effective deployment of those tools); and (5) performance management (the ability of the organization to measure its results to improve its business). These characteristics (identified in Table 3) serve as a guideline for best practices, and correlate directly with Best-in-Class performance across the key metrics. Table 3: The Competitive Framework Process Best-in-Class Average Laggards Defined escalation process for payroll disputes due to timetracking issues 77% 52% 40% Process in place for HR to review/approve time data before submitting to payroll for processing 71% 57% 45%

12 Page 12 Organization Knowledge Technology Performance Best-in-Class Average Laggards Senior executive buy-in for the importance of workforce management to achieving business goals 68% 55% 49% Employees are required to request overtime in advance 65% 46% 44% Central repository is updated with time and attendance data 78% 59% 46% Managers are notified of potential overtime before it occurs 60% 48% 45% Time data is integrated with scheduling system / process 60% 36% 22% Enablers currently in use to support time and attendance: 66% Automated timekeeping system 60% Leave management software 56% Timekeeping is integrated with payroll 44% Reporting / Analytics tools 66% Automated timekeeping system 49% Leave management software 49% Timekeeping is integrated with payroll 25% Reporting / Analytics tools 59% Automated timekeeping system 49% Leave management software 39% Timekeeping is integrated with payroll 18% Reporting / Analytics tools Regularly review the impact of time and attendance on key business metrics 59% 37% 36% Capabilities and Enablers Analysis of the Competitive Framework and follow-up interviews with end users revealed that automation plays a crucial role in streamlining time and attendance and leave management workflows. However, true differentiation in this area lies in an organization s ability to leverage attendance data to optimize deployment, improve efficiency, and boost productivity. Process Best-in-Class organizations are nearly twice as likely as Laggard organizations to have in place a clearly defined process to escalate payroll issues due to timekeeping errors (77% vs. 40%). If there is one area where a company can absolutely not afford any mistakes, it s in payroll. Ensuring that employees understand that their voice will be hurt if/when such issues arise is crucial. Secondly, since for an employee a paycheck is relatively more significant than perhaps it is for a manager or HR, where responsibility, duties and attention is focused on several workers, an individual will catch these errors sooner. And having a clear process to escalate their issue makes it easier to track and resolve it. To this effect, 87% of Best-in-Class

13 Page 13 organizations give employees access to timesheets, and 50% actually enable real-time self-service access to view them (at kiosks, PCs, or mobile devices) compared to just 32% of others. Even with automation, having a buffer or a checks and balances mechanism is vital. Simply integrating or interfacing timekeeping with payroll can yield to inaccuracies, time theft (employees punching in before actually commencing work, or, in case of manual paper-based timesheets, employees coming in a few minutes later, taking longer lunch breaks, or leaving a few minutes early), or overlooked incidents that can put an organization at risk. Best-in-Class organizations are 58% more likely than Laggards to have a process in place for HR to review/approve time data before processing payroll. This enables third-party validation when it comes to excess overtime, tracking accruals (in case of a lack of leave / absence management system), and ensuring managers are not violating labor standards as they relate to breaks, consecutive hours worked, etc. Establishing these process standards ensures that any investment in technology will improve its returns by creating the intended efficiencies. Organizations that have these two processes in place are nearly two and a half times as likely to achieve Bestin-Class status as those that have neither. Figure 4 shows the value of having both aforementioned processes in place versus either or neither. "The key for any time and attendance solution to add value comes from its ability to provide the data required to manage the business, even if not in a showy format." ~ Layth Hussain, General Manager, Belkin Figure 4: Processes Key to Best-in-Class 35% 31% Percent in Best-in-Class Percent of respondents, n = % 25% 20% 15% 10% 5% 14% 12% 0% Employee issue escalation process AND process for HR to verify timesheets before processing payroll One of the tw o processes in place Neither process in place Organization and Performance Management Best-in-Class organizations are 39% more likely than Laggards to obtain senior executive buy-in on the importance of workforce management efforts to business performance (68% vs. 49%). They are also 77% more likely than Laggards to ensure business and HR work together to establish the goals of a workforce management strategy (55% vs. 31%). Especially as organizations are focused on efficiency and cost reduction as highlighted in

14 Page 14 Figure 1, the economy is the top pressure driving workforce management efforts these capabilities are essential to building the business case for automation and process improvements. Identifying pain points and defining metrics that correspond to these challenges help champions and influencers gradually build this business case for the rest of the stakeholders. Whether it is excess overtime, going over budget, complaints about unfair treatment, or suspicions of buddy-punching or time-theft, tracking is essential. Even when this business case has been established and technology has been implemented, ensuring regular monitoring of timekeeping strategy on business metrics is vital. Best-in-Class organizations are 64% more likely to regularly review the impact of time and attendance strategy on the business. Technology In the analysis of technology use for time and attendance, there were three main themes. The first theme is automation to improve accuracy and reduce payroll errors by focusing on integration with the payroll system and absence / leave management. Aberdeen found that automating and integrating timekeeping, payroll, and leave management pays off in terms of improving accuracy and minimizing errors. Figure 5: Automation and Integration Impact Accuracy Average reported error rate, n = % 3.0% 2.0% 1.0% Automation w /payroll int AND leave mgmt system Automation w /payroll int AND no leave 3.3% No automation 2.4% 1.2% 1.1% 1.1% 0.9% 1.3% 1.3% 3.5% 0.0% Payroll processing (standard) Paid time off accrual calculation Tracking actual time worked The second key theme was the impact of automated timekeeping systems to enable employee real-time self-service access to timesheets. This positively impacts the manual or transactional burden on the HR organization and managers while also improving employee engagement. Higher engagement and a lesser tactical burden on stakeholders allow organizations to focus on core business competencies. As Figure 6 shows, organizations that allow self-service are 31% more likely to report increased customer satisfaction,

15 Page 15 and those that compliment with mobile access (see sidebar for definition of mobile devices) are 42% more likely to do so. These findings are consistent with Aberdeen s scheduling study and the 2010 core HR benchmark report which proved self-service is a clear differentiator of performance. Figure 6: Self-Service Impacts Stakeholder Satisfaction Average report in KPI, n = % 40% 20% 0% -20% 51% 54% 42% Percent of employees that rated themselves as engaged or highly engaged based on last engagement survey Employee self-service to view timesheets real time Mobile self-service to view timesheets real time No automation or self-service 35% 44% 31% Percent of respondents that improved customer satisfaction -3% -8% 1% Change in number of manual transactions related to time and labor per month Mobile Device Definition In the workforce management survey, Aberdeen s definition of mobile devices includes smartphones (cell phones with advanced computing capabilities), Web and SMS enabled phones, netbooks, tablets, handheld devices, and ruggedized laptops for field use (traditional laptops are not included in this definition). In the sample, Aberdeen identified 53 respondents that indicated employees had mobile access to timesheets. And the last area where automation differentiates performance is in its strategic impact on business outcomes. As shown in Figure 3, the top strategic action driving time and labor management efforts is the need to use historical data to make better deployment decisions. The success of this strategy is founded on two pillars. First an organization must be able to report on this data in context of business performance data. Secondly, the analysis must be used to make scheduling decisions. As Figure 7 shows organizations that utilize analytics and dashboards and integrate time and attendance data into its scheduling system are achieving huge gains in business metrics including customer satisfaction and reduction in labor costs. Furthermore, when managers are able to access reports and perform analysis related to their business, the burden of transactions on HR is reduced.

16 Page 16 Figure 7: Analytics and Integration with Scheduling Automation w /analytics tools 9% 8% Automation w /analytics tools and integration w ith scheduling Average report in KPI, n = 261 6% 3% 6% 3% 5% No automation or analytics 5% 5% 3% 4% 0% Percent of overtime costs that w ere unplanned/unbudgeted Average improvement in customer satisfaction 0% Change in number of manual transactions related to time and labor per month In short, though all Best-in-Class, Industry Average, and Laggard organizations are within range in terms of adopting automated timekeeping systems (59% to 66% adoption), differentiation lies in the Best-in-Class ability to enhance the technology by integrating payroll and leave management systems, by allowing self-service access including mobile devices, and using dashboards to analyze the impact of time and labor strategies on business outcomes. Knowledge Management In addition to technology integration, Best-in-Class organizations are 70% more likely than Laggards (78% vs. 46%) to have a central repository which is updated with time and attendance data. Whether the timekeeping system is manual / spreadsheet-based or automated which makes having this capability much easier it is essential to have this data maintained and updated. Since organizations indicated that two of the top strategies are to leverage workforce data to make better deployment decisions, and to make this data available via various channels (i.e. mobile), it would be crucial to ensure the that business has access to intelligent data to act upon. This will improve agility and the competitiveness of the company.

17 Page 17 Technology Insight Input Devices In terms of hardware - devices to input punches (clock-ins and clockouts), Aberdeen found that among the top modalities (Figure 8) used to collect time data, that there aren t key differentiation between Best-in- Class and their counterparts. However, from the figure we can quickly glean that although many organizations use multiple modalities, at least a third of respondents still use manual processes to collect this data, specifically telephone, paper, and spreadsheets. Follow-up conversations with survey respondents showed that companies that do rely on those either have field workers that don t have access to the system, off-site workers in satellite facilities that either grew organically or through acquisitions that still relied on manual processes, or field workers as we showed in the Lipari case study. What the figure doesn t show, however, is that in the area of mobility Best-in-Class organizations 67% more likely than their counterparts to use mobile access to punch in via a wireless device (25% vs. 15%). This is another indication of the evolution of time and labor management solutions that cater to the worker / manager constituency; one which validates a key strategy of Best-in-Class organizations continuing to allow employees access to these systems through various modalities. Figure 8: Data Collection Devices Personal computer 79% Manual time sheet / punch card 36% Fixed mount timeclock (card/badge reader) 34% Telephone 32% Spreadsheet 31% All Respondents Mobile / w ireless device access 17% 0% 20% 40% 60% 80% Percent of respondents, n = 261

18 Page 18 Chapter Three: Required Actions When it comes to improving payroll accuracy and the impact on business outcomes, whether a company is trying to move its performance from Laggard to Industry Average, or Industry Average to Best-in-Class, the following provides a roadmap to spur these gains. For All Organizations Organizations that currently rely on manual processes for timekeeping must consider automation. Though automation in and of itself may not yield the maximum potential performance gains, having the right tools and capabilities to support it will earn organizations differentiated performance. Overall, about 6 in 10 organizations currently automate time and attendance but a few of them integrate with payroll. As shown in Chapter Two, integrating timekeeping systems with payroll, scheduling, and adding absence / leave management tools pays off in the form of accuracy, better compliance, and stakeholder satisfaction. In addition, less than a third of organizations (32%) indicated that managers had formal training for managers on using workforce management systems, reporting capabilities and dashboards. Business unit managers are a key stakeholder in time and labor management processes. Therefore, organizations must ensure that they can generate reports quickly and easily to provide headcounts, overtime reports, absenteeism data, and payroll. This enables managers to determine if employees are deployed optimally and treated fairly. Training managers on how to use the system and how to verify time reports not only improves productivity at the unit level, but also relieves HR personnel from the tasks associated with addressing payroll errors and reprocessing checks. Fast Facts 77% of Best-in-Class organizations have a defined escalation process for payroll disputes due to timetracking issues 71% of Best-in-Class organizations have HR review/approve time data before processing payroll Laggard Steps to Success Gain senior leadership buy-in. Only 49% of Laggards have gained senior leadership buy-in on the importance of time and attendance in impacting business goals compared to 68% of the Best-in-Class. Aberdeen's 2011 HR Executive's Agenda study showed that top barrier hindering investments in human capital management efforts is lack of executive buy-in, which was cited by to thirds of all organizations in the sample. This is especially true in smaller organizations. In order to build the business case for future investments, executive buy-in will be crucial. These organizations must evaluate existing processes and identify key pain points. This will help identify the challenges where technology investments or process improvements will return the most value. Define escalation process for payroll disputes due to timetracking issues. Best-in-Class organizations are nearly twice as likely as Laggard organizations (77% versus 40%) to have this mechanism in place. This capability should go beyond just payroll issues to also include time worked and leave requests. The goal is to encourage employees to

19 Page 19 come forward due to perceptions of favoritism in terms of time-off grants, giving certain shifts to specific individuals, or awarding overtime. Not surprisingly, organizations that have this capability in place reported 33% higher engagement than those that don t 53% versus 40%. Allow HR to review/approve time data before processing payroll. This was most surprising as less than half of Laggard organizations (45%) indicated that the organization has a formal approval workflow that includes a process for HR to review/approve time data before submitting to payroll for processing compared to 71% of the Best-in-Class. Not only is this step necessary from an accuracy standpoint, but it also ensures adherence to company policy especially as it relates to overtime, fatigue, vacation, etc. Industry Average Steps to Success Define metrics and monitor effectiveness. Even before automation, organizations must define metrics to determine the challenges in timekeeping. Understanding where the organization stands on payroll errors due to inaccurate timesheets, sick days, leave, employee satisfaction, the burden of timekeeping on business managers, and the amount of time and effort HR invests in the process is vital. Fifty-five percent (55%) of the Best-in-Class involve the business when identify these points and defining corresponding metrics compared to just 30% of Industry Average organizations. Best-in-Class organizations are nearly 60% more likely than the Industry Average (59% versus 37%) to regularly monitor the effectiveness of time and labor efforts. Not only does this enable fine-tuning of the process in terms of alignment to business strategy, but also helps the organization build the business case for further improvements in technology and other policy enhancements. Integrate time and labor data with business data. Aligning workforce to business objectives is the Holy Grail for any organization seeking to execute its strategy. Business outcome (revenue, productivity, shrinkage, output, etc.) is a lagging indicator of doing the right things and ensuring the right employee is in the right place at the right time without sacrificing cost and compliance is a result of ensuring employees and managers are focused on the organizational core competencies. Only 30% of Industry Average organizations have this capability in place compared to 46% of the Best-in-Class. Analytical tools that can be afforded via automation can play a huge role in ensuring that actual hours worked are improving the cost revenue paradigm. Integrate time and attendance and scheduling. This step validates our findings from the scheduling report, where this was a recommendation for the Best-in-Class. Though analysis focused on the same workforce management survey, Aberdeen s use of different metrics to define the Best-in-Class resulted in this recommendation for the Industry Average. Only 36% of Industry Average organizations integrate time data with scheduling processes compared to 60% of the Best-in-Class organizations. Not only does this make it easier on the

20 Page 20 manager in terms of visibility and efficiency, it also helps employees. This integration allows employees to access their relevant data in one place. Productivity will increase as a result of spending less time on tracking their information in separate areas. As mentioned in the scheduling report, organizations that currently integrated the two have reduced errors in time tracking and earned-time accruals to 1.6% and 1.1% respectively compared to 2.4% and 2.2% for those that don't. Best-in-Class Steps to Success Integrate time and attendance with payroll. While 58% of Bestin-Class organizations indicated that the ability to integrate with the organization's existing systems as the top criterion taken into consideration when evaluating workforce management systems, only 56% of Best-in-Class organizations currently do so. This is another surprising finding that shows that few organizations are capitalizing on their technology investments in the area of workforce management. Integrating time management systems with payroll reduces the workload and eliminates the errors associated with manually calculating overtime pay and time off accruals, as well as inputting the data in the payroll system. Not surprisingly, organizations that do so are experiencing more accurate attendance tracking, accruals and payroll processing (Figure 5 Chapter Two). Continue to automate. Sixty percent (60%) of the Best-in-Class indicated their organization has absence management software (paidtime off, earned time, compliance mandated leave, etc.) in place. With the advent of technology and the affordability of these tools, recognizing return on investment is the form of accuracy, better compliance and alleviated burdens on HR can almost be immediate. In addition to the gains in accuracy highlighted in Figure 5, 63% organizations that have a leave management system in place improved compliance versus 53% of those that don t. They are also 17% more likely to indicate reduction in manual HR transactions (48% versus 41%). Aberdeen Insights Summary "The system we have meets our expectations because it is an integrated, all inclusive package for workforce management." ~ Executive, Middle East based trading company In addition to maintaining surgical accuracy and ensuring compliance with labor laws and collective agreements, organizations are tasked to ensure employees are paid on time and treated fairly and business managers aren't overwhelmed by the time collection process. Aberdeen's research found that automation is the key differentiator in achieving these goals. However, true success lies in leveraging self-service tools, analytics, and integration with other core systems, specifically scheduling, payroll and leave management. Ultimately, the goal is to drive business performance, where alleviating tactical burdens on stakeholders and leveraging valuable data are the main ingredients of the recipe for success.

21 Page 21 Appendix A: Research Methodology Between February and May of 2011, Aberdeen examined workforce management strategies, experiences, and future plans of more than 260 organizations worldwide to identify best practices in streamlining tactical workflows for scheduling and time and attendance functions. Aberdeen supplemented this online survey effort with interviews with select survey respondents, gathering additional information on strategies, experiences, and results. Responding enterprises included the following: Job title / function: The research sample included respondents with the following job titles: senior management (C-level, president, chairman) (12%); general manager / vice president (VP, SVP, EVP) (13%); director (20%); manager (33%); others (22%). In terms of functions in their respective organization, the plurality of respondents (24%) was in human resources (including payroll, recruiting, talent management, training and organizational development) followed by operations (17%), IT (12%) and corporate management (10%). Industry: The research sample included respondents from a variety of industries. Telecom / hi-tech / IT (including software, hardware, and services) represented 21% of the sample, followed by manufacturing, (13%), public sector - including government, non-profit, and education (13%), and financial services / insurance (10%). Geography: The majority of respondents (60%) were from North America. Remaining respondents were from Europe (19%), Asia-Pacific (14%), Middle East / Africa (5%), and South America (2%). Company size: Twenty-eight percent (28%) of respondents were from large enterprises (annual revenues above US$1 billion); 36% were from mid-sized enterprises (annual revenues between $50 million and $1 billion); 36% were from small businesses (annual revenues less than $50 million. Headcount: Twenty-eight percent (28%) of respondents had over 5,000 employees; 25% had between 1,000 and 5,000 employees; 17% had between 250 and 1,000 employees; 30% of respondents came from companies with less than 250 employees. Study Focus Responding HCM executives and business unit managers completed an online survey that included questions designed to determine the following: What is driving organizations to focus on workforce management initiatives? What are best practices to support employee scheduling? What are best practices to streamline timekeeping? Does automating workforce management processes drive Best-in-Class performance? The study aimed to provide a framework by which readers could assess their processes and help provide a roadmap to improve their own workforce management strategies with actionable insight based on peer performance.

22 Page 22 Table 4: The PACE Framework Key Overview Aberdeen applies a methodology to benchmark research that evaluates the business pressures, actions, capabilities, and enablers (PACE) that indicate corporate behavior in specific business processes. These terms are defined as follows: Pressures external forces that impact an organization s market position, competitiveness, or business operations (e.g., economic, political and regulatory, technology, changing customer preferences, competitive) Actions the strategic approaches that an organization takes in response to industry pressures (e.g., align the corporate business model to leverage industry opportunities, such as product / service strategy, target markets, financial strategy, go-to-market, and sales strategy) Capabilities the business process competencies required to execute corporate strategy (e.g., skilled people, brand, market positioning, viable products / services, ecosystem partners, financing) Enablers the key functionality of technology solutions required to support the organization s enabling business practices (e.g., development platform, applications, network connectivity, user interface, training and support, partner interfaces, data cleansing, and management) Table 5: The Competitive Framework Key Overview The Aberdeen Competitive Framework defines enterprises as falling into one of the following three levels of practices and performance: Best-in-Class (20%) Practices that are the best currently being employed and are significantly superior to the Industry Average, and result in the top industry performance. Industry Average (50%) Practices that represent the average or norm, and result in average industry performance. Laggards (30%) Practices that are significantly behind the average of the industry, and result in below average performance. In the following categories: Process What is the scope of process standardization? What is the efficiency and effectiveness of this process? Organization How is your company currently organized to manage and optimize this particular process? Knowledge What visibility do you have into key data and intelligence required to manage this process? Technology What level of automation have you used to support this process? How is this automation integrated and aligned? Performance What do you measure? How frequently? What s your actual performance? Table 6: The Relationship Between PACE and the Competitive Framework PACE and the Competitive Framework How They Interact Aberdeen research indicates that companies that identify the most influential pressures and take the most transformational and effective actions are most likely to achieve superior performance. The level of competitive performance that a company achieves is strongly determined by the PACE choices that they make and how well they execute those decisions.

A Guide for Implementing Best-in-Class Time and Attendance Strategies

A Guide for Implementing Best-in-Class Time and Attendance Strategies A Guide for Implementing Best-in-Class Time and Attendance Strategies In July and August, Aberdeen Group surveyed more than 300 organizations in order to determine Best-in-Class practices in managing core

More information

Workforce Scheduling 2011

Workforce Scheduling 2011 Workforce Scheduling 2011 Automation Drives Accuracy, Efficiency, and April 2011 Jayson Saba ~ Underwritten, in Part, by ~ Page 2 Executive Summary This report, based on data from more than 200 organizations,

More information

Workforce Management: Controlling Costs, Delivering Results

Workforce Management: Controlling Costs, Delivering Results Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer

More information

Time and Attendance Strategies for the Modern Workforce

Time and Attendance Strategies for the Modern Workforce White Paper Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking

More information

Core HR Systems. Flawless Execution Enabling Strategic HR Management. September 2009 Jayson Saba

Core HR Systems. Flawless Execution Enabling Strategic HR Management. September 2009 Jayson Saba Core HR Systems Flawless Execution Enabling Strategic HR Management September 2009 Jayson Saba Page 2 Executive Summary In August and September 2009, Aberdeen surveyed more than 300 organizations regarding

More information

Time and Attendance Strategies for the Modern Workforce. Moving beyond yesterday s solutions in workforce management

Time and Attendance Strategies for the Modern Workforce. Moving beyond yesterday s solutions in workforce management Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking technological

More information

Benchmarking VoIP Performance Management

Benchmarking VoIP Performance Management Benchmarking VoIP Performance Management March 2008 Page 2 Executive Summary Aberdeen surveyed 159 organizations to identify best practices for managing Voice over Internet Protocol (VoIP). This report

More information

Time and Attendance Strategies for the Modern Workforce

Time and Attendance Strategies for the Modern Workforce White Paper Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking

More information

Human Capital Management Trends 2013

Human Capital Management Trends 2013 Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight

More information

Onboarding 2013. A New Look at New Hires. April 2013 Madeline Laurano

Onboarding 2013. A New Look at New Hires. April 2013 Madeline Laurano Onboarding 2013 A New Look at New Hires April 2013 Madeline Laurano Page 2 Executive Summary The first impression an organization makes is often the most critical not only with customers and key stakeholders

More information

The Future of Core HR

The Future of Core HR The Future of Core HR Building the Business Case for Automation and August 2010 Jayson Saba Page 2 Executive Summary This report, based on data from more than 160 organizations, builds on Aberdeen s previous

More information

Application Performance in Complex and Hybrid Environments

Application Performance in Complex and Hybrid Environments Application Performance in Complex and Hybrid Environments January 2012 Jim Rapoza ~ Underwritten, in Part, by ~ Page 2 Executive Summary Companies that do not rise to the challenges of ensuring performance

More information

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance

Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Performance Avaya Users Deploy Best-in-Class Practices to Improve Contact Center Between March and July of 2012, Aberdeen surveyed 478 customer care executives regarding their contact center activities. Findings from

More information

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION

ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION ENSURING TIMELY AND ACCURATE FINANCIAL PLANS, BUDGETS, AND FORECASTS THROUGH AUTOMATION April, 2015 Nick Castellina, Research Director, Business Planning and Execution Report Highlights p3 p5 p7 p8 Best-in-Class

More information

Financial Planning, Budgeting, and Forecasting

Financial Planning, Budgeting, and Forecasting Financial Planning, Budgeting, and Forecasting Removing the Hurdles March 2013 Nick Castellina Financial Planning, Budgeting, and Forecasting: Removing the Hurdles Financial planning is the process by

More information

Total Workforce Management 2013: The State of Time and Attendance

Total Workforce Management 2013: The State of Time and Attendance Total Workforce Management 2013: The State of Time and Attendance Tracking time and attendance is at the core of workforce management. From Fred Flintstone marking his timecard with the beak of a pterodactyl

More information

Your organization s workforce is likely your largest expense. It s also the driving force behind production and profitability.

Your organization s workforce is likely your largest expense. It s also the driving force behind production and profitability. Your organization s workforce is likely your largest expense. It s also the driving force behind production and profitability. If your workforce isn t logging accurate hours, you may find yourself dealing

More information

Lead Prioritization and Scoring

Lead Prioritization and Scoring Lead Prioritization and Scoring The Path to Higher Conversion May 2008 Page 2 Executive Summary This report identifies best practices in lead scoring and prioritization by analyzing the processes, capabilities,

More information

Accounts Payable Transformation. Better, Faster, Cheaper

Accounts Payable Transformation. Better, Faster, Cheaper Accounts Payable Transformation Better, Faster, Cheaper December 2007 Page 2 Executive Summary Enterprises constantly seek ways to drive savings to their bottom line and establish process efficiencies

More information

Energy Management. Driving Value in Industrial Environments. April 2009 Mehul Shah, Matthew Littlefield

Energy Management. Driving Value in Industrial Environments. April 2009 Mehul Shah, Matthew Littlefield Energy Management Driving Value in Industrial Environments April 2009 Mehul Shah, Matthew Littlefield Page 2 Executive Summary Are you responsible for managing energy in your plant or currently in the

More information

Workforce Scheduling:

Workforce Scheduling: Workforce Scheduling: Managerial Strategies for Driving Down Costs While Escalating Customer Satisfaction May 2009 Kevin Martin, Kimberly Madden Page 2 Executive Summary An efficient workforce scheduling

More information

Customer Data Quality: Roadmap for Growth and Profitability. June 2007

Customer Data Quality: Roadmap for Growth and Profitability. June 2007 Roadmap for Growth and June 2007 Page 2 Executive Summary New Aberdeen research reveals that customer data quality is a sales and marketing leadership issue. In surveying over 400 organizations, Aberdeen

More information

SAMAY - Attendance, Access control and Payroll Software

SAMAY - Attendance, Access control and Payroll Software SAMAY - Attendance, Access control and Payroll Software Welcome to a new world of comprehensive Human Capital Management (HCM) solutions from ISS. ISS SAMAY is a highly simplified HCM solution with an

More information

Key Findings 3. The Workforce Management Technology Maturity Model 4. Present Challenges 6. Workforce Automation 8

Key Findings 3. The Workforce Management Technology Maturity Model 4. Present Challenges 6. Workforce Automation 8 Table of Contents Introduction 3 Key Findings 3 The Workforce Management Technology Maturity Model 4 Present Challenges 6 Workforce Automation 8 Ranking the Degree of Automation 10 The Importance of Governance

More information

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution

Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution Smart Machines Lead to Smarter Service: Remote Intelligence Signals Profitable Resolution The emergence of machine-to-machine (M2M) enabled equipment is driving a large growth of Field Service-based data

More information

thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management

thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management thyu Engineering Change Management 2.0: Better Business Decisions from Intelligent Change Management September 2007 Page 2 Executive Summary Managing engineering change has always been hard, and is a regular

More information

All Aboard: Effective Onboarding Techniques and Strategies

All Aboard: Effective Onboarding Techniques and Strategies All Aboard: Effective Onboarding Techniques and Strategies January 2008 Page 2 Executive Summary The need to retain new hires and enable them to more quickly perform productively in their new capacity

More information

Talent Assessment Strategies

Talent Assessment Strategies Talent Assessment Strategies A Decision Guide for Organizational March 2010 Mollie Lombardi, Jayson Saba Page 2 Executive Summary Organizations today are continually looking for ways to make better decisions

More information

Measuring Marketing Performance:

Measuring Marketing Performance: Measuring Marketing Performance: The BI Roadmap to Information Nirvana October 2007 ~ Underwritten, in Part, by ~ Page 2 Executive Summary This report is a roadmap for marketing and business executives

More information

The New Rules to Improve Productivity and Control Costs

The New Rules to Improve Productivity and Control Costs Authored by TOP 5 TECHNOLOGY GAME CHANGERS FOR WORKFORCE MANAGEMENT The New Rules to Improve Productivity and Control Costs Sponsored by Top 5 Technology Game Changers for Workforce Management Business

More information

Project Management in Software Development

Project Management in Software Development Project Management in Software Development Taking the Complexity Out of June 2012 Nick Castellina, Nuris Ismail Project Management in Software Development: Taking the Complexity Out of In a survey conducted

More information

Executive Summary. Best-in-Class Performance. Competitive Maturity Assessment. Required Actions

Executive Summary. Best-in-Class Performance. Competitive Maturity Assessment. Required Actions Page 2 Executive Summary Talent acquisition has evolved from a tactical, back-office process to a strategic endeavor that directly impacts organizational growth. Organizations struggling to identify and

More information

WORKFORCE MANAGEMENT SUITE

WORKFORCE MANAGEMENT SUITE solutions WORKFORCE MANAGEMENT SUITE For Small and Midsize Businesses Enterprise-Class Workforce Management. Simplified. UNIFIED WORKFORCE MANAGEMENT: One database. One user experience. One employee record.

More information

Extending APM. Managing Application Performance Inside and Outside the Corporate Firewall. December 2010 Jeffrey Hill. ~ Underwritten, in Part, by ~

Extending APM. Managing Application Performance Inside and Outside the Corporate Firewall. December 2010 Jeffrey Hill. ~ Underwritten, in Part, by ~ Extending APM Managing Application Performance Inside and Outside the December 2010 Jeffrey Hill ~ Underwritten, in Part, by ~ Page 2 Executive Summary The traditional data center-enclosed application

More information

HR Technology Solutions for the Manufacturing Industry

HR Technology Solutions for the Manufacturing Industry HR Technology Solutions for the Manufacturing Industry Table of Contents Automate Your Manufacturing Incidents & Absenteeism Issues...4 Improve Labor Management & Achieve Operational Transparency...5

More information

Strategic Meetings Management

Strategic Meetings Management A View into the Best-in-Class Strategic Meetings Management Program June 2011 Christopher J. Dwyer Page 2 Executive Summary The modern organization s planning, execution and management of strategic meetings

More information

Customer Analytics. Segmentation Beyond Demographics. August 2008 Ian Michiels

Customer Analytics. Segmentation Beyond Demographics. August 2008 Ian Michiels Customer Analytics Segmentation Beyond Demographics August 2008 Ian Michiels Page 2 Executive Summary This report isolates best practices in customer analytics and customer segmentation. The report articulates

More information

Outsourcing Recruitment Is Not Evil

Outsourcing Recruitment Is Not Evil RPO Builds Its Business Case on Flexibility, Scalability, and Outcomes November 2010 Jayson Saba Page 2 Executive Summary Outsourcing is not for every organization, but this report builds a solid business

More information

2010 Project Management Report

2010 Project Management Report 2010 Project Management Report Standardized Best Practices and Technology Adoption in the AEC Industry January 2010 Cindy Jutras Page 2 Executive Summary A difficult economy and global competition leave

More information

Workforce Analytics. Business Intelligence Meets Human Capital Management

Workforce Analytics. Business Intelligence Meets Human Capital Management Workforce Analytics Business Intelligence Meets Human Capital Management October 2007 Page 2 Executive Summary Workforce analytics is not a new concept. The ability to measure human capital metrics to

More information

Profitable Product Development for SME. Small to Midsize Enterprises Profiting from Innovation

Profitable Product Development for SME. Small to Midsize Enterprises Profiting from Innovation Small to Midsize Enterprises Profiting from Innovation March 2007 Executive Summary S mall to midsize enterprises (SMEs) are actively pursuing product development improvements to deliver more innovative

More information

To ERP or Not to ERP: It Isn't Even a Question

To ERP or Not to ERP: It Isn't Even a Question To ERP or Not to ERP: It Isn't Even a Question Enterprise Resource Planning (ERP) software is designed to be the system of record for operating and managing a business. Growing up out of the Manufacturing

More information

ERP in Wholesale and Distribution

ERP in Wholesale and Distribution ERP in Wholesale and Distribution Extending the Enterprise to Extend Profits October 2012 Nick Castellina ERP in Wholesale and Distribution: Extending the Enterprise to Extend Profits Enterprise Resource

More information

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience

Onboarding Benchmark Report. Technology Drivers Help Improve the New Hire Experience Onboarding Benchmark Report Technology Drivers Help Improve the New Hire Experience August 2006 Executive Summary Key Business Value Findings First impressions last. Future-looking companies recognize

More information

Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer Returns

Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer Returns Fixing First-Time Fix: Repairing Field Service Efficiency to Enhance Customer First-time fix is one of the most vital metrics in gauging field service performance. While workforce utilization, productivity,

More information

G&A Onboarding. G&A Partners Human Capital Solutions

G&A Onboarding. G&A Partners Human Capital Solutions G&A Onboarding G&A Onboarding streamlines new hire procedures and alleviates the administrative paper chase by providing new workers and their managers online access to all necessary employment forms,

More information

WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE

WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION Labor costs are the largest controllable expense for most contractors. Contractors

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Performance-driven organizations leverage their workforces to realize a higher return on investment, increased

More information

Modern Workforce Management: Impacting the Bottom Line

Modern Workforce Management: Impacting the Bottom Line Modern Workforce Management: Impacting the Bottom Line January 2014 At many organizations, employees have become the most costly asset. Personnel costs for salaries, benefits, training, temporary staff

More information

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices

A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices A CFO s Guide to Creating a High Performance Organization: Workforce Management Best Practices Kronos Incorporated July 2004 Table of Contents Characteristics of a performance-driven organization 2 Performance-driven

More information

Assessing Your Business Analytics Initiatives

Assessing Your Business Analytics Initiatives Assessing Your Business Analytics Initiatives Eight Metrics That Matter WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 The Metrics... 1 Business Analytics Benchmark Study.... 3 Overall

More information

WORKFORCE MANAGEMENT Improve workforce productivity.

WORKFORCE MANAGEMENT Improve workforce productivity. Improve workforce productivity. Ceridian Workforce Management helps organizations improve performance, reduce labour costs and align the workforce with corporate goals whilst maintaining employee engagement.

More information

THE BEST-IN-CLASS DATA WAREHOUSE: FAST, SIMPLE, IMPACTFUL

THE BEST-IN-CLASS DATA WAREHOUSE: FAST, SIMPLE, IMPACTFUL THE BEST-IN-CLASS DATA WAREHOUSE: FAST, SIMPLE, IMPACTFUL June 2014 Peter Krensky, Research Analyst, Analytics & Business Intelligence Report Highlights p2 p3 p5 p7 Defining the Best-in- Class Fast, simple

More information

Field Service 2013. Workforce Management Guide. February 2013 Sumair Dutta

Field Service 2013. Workforce Management Guide. February 2013 Sumair Dutta Field Service 2013 Workforce Management Guide February 2013 Sumair Dutta Page 2 Executive Summary Field service excellence is determined not only by the effectiveness and efficiency of the service visit,

More information

Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin

Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries. February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries February 2013 Nuris Ismail, Reid Paquin Maintenance, Repair, and Operations (MRO) in Asset Intensive Industries The impact Maintenance,

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

Predictive Analytics. The Right Tool for Tough Times. February 2010 David White

Predictive Analytics. The Right Tool for Tough Times. February 2010 David White Predictive Analytics The Right Tool for Tough Times February 2010 David White Page 2 Executive Summary Enterprises are under pressure to predict the future behavior of customers and potential customers,

More information

Performance Management in the Midmarket. January 2010 David Hatch, Max Gladstone

Performance Management in the Midmarket. January 2010 David Hatch, Max Gladstone Performance Management in the Midmarket January 2010 David Hatch, Max Gladstone Page 2 Executive Summary Executives and line-of-business management in mid-sized businesses are increasingly feeling pressure

More information

Accenture Human Capital Management Solutions. Transforming people and process to achieve high performance

Accenture Human Capital Management Solutions. Transforming people and process to achieve high performance Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented

More information

Workforce Management in the Contact Center

Workforce Management in the Contact Center Workforce Management in the Contact Center Optimizing Agent Scheduling and Productivity to Improve Customer Experience Results June 2012 Omer Minkara Workforce Management in the Contact Center: Optimizing

More information

Kronos. Workforce Ready for small and midsize businesses. It s enterprise-class workforce management. Simplified.

Kronos. Workforce Ready for small and midsize businesses. It s enterprise-class workforce management. Simplified. Kronos Workforce Ready for small and midsize businesses It s enterprise-class workforce management. Simplified. How can you best grow in today s tough economic climate? A key strategy in the current economic

More information

Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs

Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs KNOWLEDGENT INSIGHTS volume 1 no. 4 September 13, 2011 Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs In the midst of the worst economic environment since

More information

Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1

Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1 Four Clues Your Organization Suffers from Inefficient Integration, ERP Integration Part 1 WHY ADOPT NEW ENTERPRISE APPLICATIONS? Depending on your legacy, industry, and strategy, you have different reasons

More information

Spend Analysis: The Nexus of Spend Management. November 2011 Constantine G. Limberakis

Spend Analysis: The Nexus of Spend Management. November 2011 Constantine G. Limberakis Spend Analysis: The Nexus of Spend Management November 2011 Constantine G. Limberakis Page 2 Executive Summary Due in part to the number of solutions that contain spend information in organizations today,

More information

TIMEKEEPING AND PAYROLL BEST PRACTICES

TIMEKEEPING AND PAYROLL BEST PRACTICES TIMEKEEPING AND PAYROLL BEST PRACTICES FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION This document is designed to provide guidance to senior executives who are considering

More information

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT

The expression better, faster, cheaper THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT Cloud Solutions for IT Management WHITE PAPER THE BUSINESS CASE FOR PROJECT PORTFOLIO MANAGEMENT How Progressive IT Organizations Are Using Hosted Solutions To Deliver On Time, On Budget, On Quota and

More information

Manufacturing Operations Management. The Next Generation of Manufacturing Systems

Manufacturing Operations Management. The Next Generation of Manufacturing Systems The Next Generation of Manufacturing Systems January 2008 Page 2 Executive Summary The Manufacturing Execution System (MES) has outlived its original definition. Faced with dynamic market changes and competitive

More information

SaaS and Cloud ERP Trends, Observations, and Performance 2011

SaaS and Cloud ERP Trends, Observations, and Performance 2011 December, 2011 SaaS and Cloud ERP Trends, Observations, and Performance 2011 Over the past five years, Aberdeen has been measuring the willingness of organizations to consider Software as a Service (SaaS)

More information

Sales Effectiveness: Getting Sales Back to Selling. July 2007

Sales Effectiveness: Getting Sales Back to Selling. July 2007 Sales Effectiveness: Getting Sales Back July 2007 Page 2 Executive Summary The pressures of longer sales cycles and declining sales productivity are forcing Best-in-Class companies to streamline and automate

More information

The Impact of Location on Field Service

The Impact of Location on Field Service December 2007 Page 2 Executive Summary Demand from customers for improved service performance, in the form of faster service resolution and improved asset uptime is forcing service organizations to leverage

More information

The Evolving Role of Process Automation and the Customer Service Experience

The Evolving Role of Process Automation and the Customer Service Experience The Evolving Role of Process Automation and the Customer Service Experience Kyle Lyons Managing Director Ponvia Technology Gina Clarkin Product Manager Interactive Intelligence Table of Contents Executive

More information

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano

Sourcing Gets Smart. Revamping Strategies, Rethinking Technology. April 2012 Madeline Laurano Sourcing Gets Smart Revamping Strategies, Rethinking Technology April 2012 Madeline Laurano Sourcing Gets Smart: Revamping Strategies, Rethinking Technology Sourcing is the foundation of any successful

More information

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS

EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS EMPLOYEE ENGAGEMENT: PAVING THE WAY TO HAPPY CUSTOMERS September, 2015 Omer Minkara, Research Director, Contact Center & Customer Experience Management Michael M. Moon, Research Director, Human Capital

More information

Real Estate and Facilities Lifecycle Management

Real Estate and Facilities Lifecycle Management Real Estate and Facilities Lifecycle Management Page 2 Executive Summary A business environment that is unyielding in its pursuit of bottom-line savings and process efficiency has driven enterprises to

More information

Disaster Avoidance and Disaster Recovery:

Disaster Avoidance and Disaster Recovery: Disaster Avoidance and Disaster Recovery: May 2010 Dick Csaplar Page 2 Executive Summary In May of 2010 Aberdeen surveyed over 100 organizations that had a formal Disaster Recovery (DR) program to learn

More information

The Benefits of Upgrading to Workforce Management Suite

The Benefits of Upgrading to Workforce Management Suite The Benefits of Upgrading to Workforce Management Suite Welcome Your Integration Upgrade Kit. Introduction Contents We are thrilled to consider you our valued customer. As our customer, we want to help

More information

System Overview. Tel: 1.877.501.7776 spro@edpsoftware.com

System Overview. Tel: 1.877.501.7776 spro@edpsoftware.com System Overview Tel: 1.877.501.7776 spro@edpsoftware.com 1 SYSTEM BENEFITS Reduce the time and cost of scheduling Automate schedule creation and overtime allocation to employees. SchedulePro simplifies

More information

Supplier Enablement Connecting with Suppliers to Build Lasting Relationships. May 2007

Supplier Enablement Connecting with Suppliers to Build Lasting Relationships. May 2007 Connecting with Suppliers to Build Lasting Relationships May 2007 Page 2 Executive Summary S upplier enablement continues to be one of the top three challenges for procurement professionals looking to

More information

Sage HRMS. Punching in for Improved Workforce Management: The Top Seven Benefits of an Automated Time and Attendance System

Sage HRMS. Punching in for Improved Workforce Management: The Top Seven Benefits of an Automated Time and Attendance System Sage HRMS Punching in for Improved Workforce Management: The Top Seven Benefits of an Automated Time and Attendance System Table of Contents Introduction... 3 Reliable Accuracy... 3 Increased Productivity...

More information

Helping Midsize Businesses Grow Through HR Technology

Helping Midsize Businesses Grow Through HR Technology Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,

More information

Predictive Analytics. The Right Tool for Tough Times. February 2010 David White

Predictive Analytics. The Right Tool for Tough Times. February 2010 David White Predictive Analytics The Right Tool for Tough Times February 2010 David White Page 2 Executive Summary Enterprises are under pressure to predict the future behavior of customers and potential customers,

More information

Automate Complex Pay Rules While Streamlining Time and Attendance Management

Automate Complex Pay Rules While Streamlining Time and Attendance Management SAP Brief SAP Extensions SAP Time and Attendance Management by WorkForce Software Objectives Automate Complex Pay Rules While Streamlining Time and Attendance Management Gaining real-time insights to help

More information

Three Reasons to Integrate ERP and HCM. White Paper

Three Reasons to Integrate ERP and HCM. White Paper Three Reasons to Integrate ERP and HCM White Paper Table of Contents Three Reasons to Integrate ERP and HCM 3 1. Unified Data Wins 3 Releasing the Power of Unified Data 3 2. Employee-Driven Workflows Matter

More information

The Case for Business Analytics in Midsize Firms

The Case for Business Analytics in Midsize Firms The Case for Business Analytics in Midsize Firms Affordable solutions and easy implementation put the transformational power of business analytics within reach of almost any organization Featuring John

More information

Facilities Management

Facilities Management Facilities Management Strategies to Reduce Operating Costs October 2010 Mehul Shah and Christopher Dwyer Page 2 Executive Summary The facilities management function has begun its strategic rise to the

More information

Top Trends in Workforce Management: How Technology Provides Significant Value Managing Your People

Top Trends in Workforce Management: How Technology Provides Significant Value Managing Your People Top Trends in Workforce Management: How Technology Provides Significant Value Managing Your People Written by David Creelman Sponsored by WP_WorkforceManagement_0814.indd Contents Introduction Key Findings

More information

Infor Human Capital Management Talent DNA that drives your business

Infor Human Capital Management Talent DNA that drives your business Infor Human Capital Management Talent DNA that drives your business 1 Infor Human Capital Management Align your talent DNA and business strategy to achieve real success Accelerate your business with a

More information

The Product Portfolio Management Benchmark Report. Achieving Maximum Product Value

The Product Portfolio Management Benchmark Report. Achieving Maximum Product Value The Product Portfolio Management Benchmark Report Achieving Maximum Product Value August, 2006 The Product Portfolio Management Benchmark Report Executive Summary Issue at Hand AberdeenGroup benchmarks

More information

The Business Case for Using Big Data in Healthcare

The Business Case for Using Big Data in Healthcare SAP Thought Leadership Paper Healthcare and Big Data The Business Case for Using Big Data in Healthcare Exploring How Big Data and Analytics Can Help You Achieve Quality, Value-Based Care Table of Contents

More information

HRO - Early Findings and Best-in-Class Talent Management Metrics -

HRO - Early Findings and Best-in-Class Talent Management Metrics - HRO - Early Findings and Best-in-Class Talent Management Metrics - Kevin Martin Vice President and Principal Analyst, Human Capital Management Aberdeen Group October 23, 2008 AberdeenGroup 2007 Human Capital

More information

DO YOU HAVE THE MOST COST-EFFECTIVE TIME AND ATTENDANCE SOLUTION?

DO YOU HAVE THE MOST COST-EFFECTIVE TIME AND ATTENDANCE SOLUTION? DO YOU HAVE THE MOST COST-EFFECTIVE TIME AND ATTENDANCE SOLUTION? FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION Payroll often represents 50 to 70 percent of a service

More information

Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start. WhitePaper. We innovate. You benefit.

Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start. WhitePaper. We innovate. You benefit. Veramark White Paper: Reducing Telecom Costs Why Invoice Management is the Best Place to Start WhitePaper We innovate. You benefit. Veramark White Paper: Reducing Telecom Costs Why Invoice Management is

More information

Time Management Automation, Integrated with Invoices and Payroll

Time Management Automation, Integrated with Invoices and Payroll Time Management Automation, Integrated with Invoices and Payroll If your business is not using the latest in integrated time management software utilizing mobile technology, chances are, Your overhead

More information

Building the Case for HR Shared Services

Building the Case for HR Shared Services Building the Case for HR Shared Services May 2011 Jayson Saba ~ Underwritten, in Part, by ~ In July and August 2010, Aberdeen Group surveyed nearly 350 organizations in order to determine Best-in-Class

More information

Global Trends in Life Insurance: Claims

Global Trends in Life Insurance: Claims What you need to know LIFE INSURANCE Global Trends in Life Insurance: Claims Key claims trends and their implications for the life insurance industry Contents 1 Highlights 3 2 Introduction 4 3 Emerging

More information

It s enterprise-class workforce management. Simplified.

It s enterprise-class workforce management. Simplified. It s enterprise-class workforce management. Simplified. ---.. ' ---- - ---t -- - - - - -....-,~ - r.- -- How can you best grow in today s tough economic climate? A key strategy in the current economic

More information

Choosing a Location-based Application for your Business

Choosing a Location-based Application for your Business Choosing a Location-based Application for your Business A Step-by-Step Guide Executive Summary The following guide provides some simple steps that will help you understand how a location-based application

More information

Talent DNA that drives your business

Talent DNA that drives your business Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment

More information